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The South African Quality Institute

CONTENTS No 189 • May 2015

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Welcome to ourMay 2015 edition

In this month's edition we carry a number of diverse articles but all are related to quality in some form or another. Although SAQI tries to steer clear of politics we are publishing an article by one of our Zambian members who wants to address the recent Xenophobia issue in our country that has affected our “Quality of Life”.

We are pleased that our regular contributor from the past, Paul Naysmith has now settled down in the UK and has

thsubmitted a piece on the 800 birthday of the Magna Carta. At the risk of being accused of nepotism I am also

publishing an article by my wife Ansie on Deming, Zen and Maths education. We also give a few tips on preparing a business plan by Ed Hatton.

In last month's issue I made a statement that the B Tech in Quality had become obsolete. This was the information I had on hand at the time. I am pleased to report that feedback on the article was received and for the time being at least this Qualification is still being presented at the Cape Peninsula UT, Durban UT, Pretoria UT, UJ and Nelson Mandela Metropolitan University. There are plans for it to be replaced but this will only come into effect in 2017. Thanks for the feedback on this and we will keep you posted on developments.

As ever, I would be happy to receive comments relating to our articles or any other items of interest relating to quality at exec@saqi.co.za

Yours in Quality

Paul HardingSAQI MD

Welcome to ourMay 2015 edition

Deming, Zen andMathematics Education

By Ansie Harding

Quality checks for yourbusiness plan

By Ed Hatton

Happy birthdayMagna Carta

By Paul Naysmith

Jacob Zuma asks Africa:Why are their citizens not

in their own countriesand are in South Africa?

By Joseph Mwansa

Protecting the rainbowof our Rainbow Nation

by Dr Richard Hayward

Corruption: StrongGovernments and Ethical

Leaders bring Sustainabilityby Mr Terrance M. Booysen

SAQI Quality Training 2015

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bringing quality information to South Africans since 1996 • No. 189 • May 2015

Deming, Zen andDeming, Zen andMathematics EducationMathematics Education

Deming, Zen andMathematics Education

Introduc�on

The three bedfellows in the �tle might at first glance seem to have very li�le in common. But the astute reader is sure to have guessed that the common factor is Quality. Deming is synonymous with Quality but how Zen and mathema�cs educa�on are drawn into the threesome might not be so apparent but will be explained later. This first ar�cle is mainly about Deming and how his philosophies relate to mathema�cs educa�on.

About quality

Companies throughout the industrial world have adopted the principles of quality management to improve produc�on, products and services and yet, to define quality is not a simple task. Single aspects of quality are o�en emphasized such as “fitness of use”, a�ributed to Joseph Juran one of the prominent names in quality. “Conformance to requirements set by consumers” is the aspect highlighted by Philip Crosby. Another of the quality Gurus, Kaoru Ishikawa, a Japanese quality expert, says that a quality product is “most economical, most useful and always sa�sfactory to the customer”. W Edwards Deming, also referred to as the father of quality, advocates that quality “should be aimed at the needs of the customer, present and future”. Important in all these highlighted features of quality are that the customer decides on what the quality of the product or service is, not the manufacturer or service provider. Customer sa�sfac�on is of utmost importance.

In the academic world it is not so easy to know who the customer is. Is it the student? Or is the student only the product delivered to the poten�al employer who then in turn becomes the customer or are the parents who provide the funding the customers? Is society in general the customer? Perhaps it is all of the above. What is then meant by customer sa�sfac�on? Surely these wide ranges of customers have different expecta�ons and

will be sa�sfied in different ways. Customers in a manufacturing environment are simpler to iden�fy than customers in a service environment. Also, if the student is the customer, is he or she able to decide what is best for them?

This is not the only difference between the industry and educa�on. In a manufacturing environment products are lifeless objects whereas in a university we deal with diverse people with diverse abili�es. It is far more difficult to control the quality standards of the student input than in the case of raw materials. Entrance requirements and conformance to standards are far more difficult to measure. The interac�on between student and lecturer can hardly be compared to an assembly line. It is an interac�ve process where personali�es and a�tudes play important roles.

Likewise, the quality of the output in the manufacturing environment is simpler to measure than the quality of a student at the end of his studies. For manufacturing firms delivery targets and profit is an easy indicator for measuring effec�veness. In educa�on, on the other hand, outcomes such as knowledge, know-how, wisdom, character and preparedness for the job market are more difficult to measure. Can the same quality principles then apply to both a manufacturing and a service industry? More specifically, where does quality fit into teaching mathema�cs? In order to answer these ques�ons we zoom in on two diverse views of quality and see how these bear on teaching mathema�cs.

About Deming

Of all the quality gurus, it is Deming whose view on quality has most bearing on educa�on. Although educa�on is different from industry there are many similari�es as well. Managing people and resources are applicable to both. More importantly, quality is an integral and desirable feature of the products of both industry and educa�on and it is here where our interest lies. Deming's premise is that quality improves produc�vity and compe��ve posi�on.

One of the key points of Deming's work is that he believes that all people are educable, that they want to do a good job and they deserve respect. He also says that where there is a problem the system can be blamed 85% of the �me and only 15% of the �me on the workers.

Deming emphasizes that a�en�on should be paid to the quality of the system as a whole, that the quality control step may be

by Ansie Harding

Part OnePart OnePart One

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scaled down. In educa�on this means that over-emphasis of final exams is not desirable. Examining a student on everything he has learned takes up considerable �me and comes down to inspec�ng defects out rather than building quality in. It does not contribute much to student learning and certainly does not cater for the diverse abili�es of students. The quality of the teaching system is important rather than the examina�on. The move then is away from Quality Control towards Quality Assurance and ul�mately TQM (Total Quality Management).

He is also of the opinion that there is no such thing as “zero defect”. Quality standards against which “zero defects” may be judged are set by the manufacturer and are not absolute. One manufacturer may set standards to which his products conform. Another manufacturer may set higher standards to which the products no longer conform. For Deming the emphasis is on con�nually improving the process of produc�on to achieve higher quality standards. In other words, the absence of defects does not ensure that the product will be valuable to the purchaser. In an educa�on environment it means that achieving “zero defects” (no failures) in an examina�on does not mean that all the students are well-prepared for the jobs they will do in future, nor does it necessarily ensure that the student has mastered thinking skills and independent learning.

Deming has drawn up a list of 14 points along which the quality of an organisa�on can be improved. These 14 points apply anywhere, to small organisa�ons as well as large ones, to manufacturing as well as to the service industry and also in educa�on.

1. Create constancy of purpose toward improvement of product and service.

2. Adopt the philosophy that Western management must awaken to the challenge, must learn their responsibili�es and take on leadership for change.

3. Cease dependence on inspec�on to achieve quality. Eliminate the need for inspec�on on a mass basis by building quality into the product in the first place.

4. End the prac�ce of awarding business on the basis of price tag. Move towards a single supplier for one item, on a long-term rela�onship of loyalty and trust.

5. Improve constantly and forever the system of produc�on and service, and thus constantly decrease cost.

6. Ins�tute training on job.7. Ins�tute leadership. The aim of supervision should be to

help people do a be�er job.8. Drive out fear.9. Break down barriers. People must work as a team.10. Eliminate slogans and targets asking for zero defects and

new levels of produc�vity.11. (i) Eliminate work standards (quota). Subs�tute

leadership.(II) Eliminate management by objec�ves, by numbers and by numerical goals. Subs�tute leadership.

12. (I) Remove barriers that rob workers of their right to pride of workmanship.(ii) Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means abolish the annual or merit ra�ng.

13. Ins�tute a vigorous program of educa�on and self-improvement.

14. Put everyone in the company to work to accomplish the transforma�on.

Deming provides a seemingly Western outlook on Quality. Yet Deming started his work a�er the Second World War in America but was not appreciated in his own country. He was invited to Japan where his work was greatly appreciated. The Japanese could be�er relate to his ideas than his own countrymen could. It was only in the 1980's that Deming's work took off in America. It does therefore seem as if there is a strong component of Deming's work that links Western philosophy with the Eastern outlook and maybe Zen philosophy.

Part two of this three part series will be published next month and will touch on the Zen philosophy and its rela�onship to quality.

About the Author

Ansie Harding is a professor of mathema�cs at the University of Pretoria in South Africa. She has published extensively on Mathema�cs Educa�on and believes in crea�vity when it comes to teaching and life in general.

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bringing quality information to South Africans since 1996 • No. 189 • May 2015

Quality checks for your business planQuality checks for your business planMany business plans lead businesses into disastrous situationsMany business plans lead businesses into disastrous situations

Quality checks for your business planMany business plans lead businesses into disastrous situations

by Ed Hatton

We all know we should check our cars before travelling. Equally important is the need to check your business plan for faults and poten�al failures before making it the core of your business, or using it to ask for finance. Here is a 6 point check:

1. Can YOU execute? Failure to convince financiers of this aspect is probably the number one reason for rejec�on. More cri�cally, it is probably the number one reason for early start up failure. Points to check: Do you have enough knowledge to run the business? The entrepreneur of a business which markets services needs to understand marke�ng as well as the service. Do you have any experience in this field? Hobbies are o�en a help in this regard, for instance enthusias�c cooks se�ng up catering companies. Do you have the �me to execute the planned a c � o n s , a n d w i l l y o u r f a m i l y s u p p o r t t h a t ? Entrepreneurship is not for the faint hearted, there will be many late nights and early mornings. Can you take risk? If you are uncomfortable with being daring at �mes you should plan for safer businesses. Can you lead? You will need to tell people what to do and learn to make uncomfortable, even agonising decisions.

2. Have you done a sensibility check? Most business plans I see have glaring flaws in them. For instance lis�ng all the grand marke�ng promo�ons and adver�sing planned and then providing a marke�ng budget of a frac�on of that cost. Or not thinking about the capacity of the organisa�on to handle the projected customers. Are there enough tables in a restaurant to serve the projected number of meals? Can enough sales calls be made to get to the sales forecast? Will the cash flow support the raw material purchases needed? Check the whole plan with a cynical eye.

3. Is there really a reason for customers to buy from you? Perhaps the second biggest reason for business failure. Take a hard look and answer the ques�on: “Why would this business a�ract customers away from the companies they now buy from”? If there are insufficient reasons to convince an outsider then the plan is likely to lead to failure. Think again or find a different business.

4. Are the sales projec�ons realis�c? Entrepreneurs are op�mists by nature, but forecasts should always be conserva�ve. Check issues like sales per customer, the propor�on of new business to exis�ng customers and the expected win / loss ra�o. Cut out the op�mism, be realis�c or pessimis�c. Do not build a plan which is reliant on a marke�ng promo�onal plan which has never been tried before.

5. Have the key success factors and major risks been iden�fied? Your plan should iden�fy the four or five factors

that must be achieved for the plan to succeed. Sales running to forecast is usually one of those, but others may be customer sa�sfac�on levels, quality standards, produc�vity, cash flow or others. These must be monitored frequently, at least once per week, preferably in a dashboard. Risks are equally important. Iden�fy the four or five biggest risks to the success of the plan, and have mi�ga�on plans prepared and monitor frequently.

6. Do you know what your compe�tors are doing? You must be able to posi�on your company against its compe�tors with the differences clear in your mind. The test is that you are able to show why the customer why they should buy from you while talking about the compe�tor with respect.

Now that you have done your safety checks to your car and business plan you can go away on holiday in a relaxed frame of mind. Enjoy!

©copyright Ed Ha�on. All rights reserved. You may republish this ar�cle or extracts from it provided you state I am the author, acknowledge my copyright and provide a link to www.themarke�ngdirector.co.za

About the Author

Ed Ha�onThe Marke�ng DirectorMentor - speaker - writer - coach

Tel: 011 894 7618Cell: 082 652 8733Skype: ed.ha�onEmail: ed@themarke�ngdirector.co.za

Ed Ha�on has mentored and advised entrepreneurs for many years from h i s c o n s u l � n g c o m p a n y T h e

Marke�ng Director. He is known for his successful work with start up companies and in helping organisa�ons to grow and develop. He is a popular speaker at conferences and events and a writer. As The Start up Coach of Entrepreneur Magazine he writes the regular Mentor Ma�ers column, and contributes to Strategic Marke�ng, The SME Toolkit, as co-author of a textbook on entrepreneurship and many other publica�ons.

Ed is a Business Partners Mentor and an ac�ve member and counsellor at LifeLine. He writes the business advice blog Marke�ng Strategy h�p://marke�ngstrategy.co.za

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bringing quality information to South Africans since 1996 • No. 189 • May 2015

Happy birthday Magna CartaHappy birthday Magna CartaHappy birthday Magna Cartaby Paul Naysmith

In June of 2015 will you be wishing the Magna Carta a very happy birthday? Well an eight hundred year old document may not necessary warrant a lovely slice of cake, however like any milestone, I'm sure somebody somewhere is celebra�ng this anniversary. I think that I'll be celebra�ng in my local park or other public space through the medium of free form dance.

I accept that many will not probably care, or even be aware of the Magna Carta. In Quality circles, I think I will be viewed with surprise on wishing to discuss such a document, however like I always do, I will ask for your pa�ence and explain why I think that this is an important Quality document.

The Magna Carta was not born out of the need to establish conformity to a required standard as are many new documents in today's context. Like any good historical tale from the middle ages, it starts with a villainous character, in this case, King John of England. King John longing for an expensive war with the neighbours across the English Channel, levied taxes on the impoverished inhabitants of his lands and it was viewed at the �me that balance was needed from those being taxed, to those at the top of the taxa�on pyramid scheme. A few English noblemen, with support from the very powerful Church, went about crea�ng a new set of rules to bring equality to society and removing some power from the King. Some historians say that this prevented civil war from ensuing and in my view establish a very early new Quality standard. All of the Magna Carta's sixty-three sec�ons (Bri�sh Library) go into great lengths to define, what we recognise today as 'common law'.

The Magna Carta is interes�ngly enough an excep�onally popular document, even in the context of today's environment. Recently the London Telegraph newspaper (Lawler & Gurdon,

2014), went to great lengths to remind the people that it is more popular today in the United States of America, than of its country of origin: England. A beau�ful golden reproduc�on currently sits deep below the current chambers of the Senate House in America's democra�c capital heart: Washington D.C. The Magna Carta was also evoked during hearings when another unruly leader, required levelling, a�er going beyond his own laws in the scandal around the Watergate tapes.

Today only a small number of original Magna Carta documents exist. A medieval exercise of making mul�ple copies of the document would have meant that the best monks in the abbey were taken off their Bible Xeroxing du�es to, well copy the original Magna Carta. Ironically, an unapproved release was issued to the community, without the King's seal of approval (a literal great big gob of wax), as it didn't actually make it legal. Therefore the Magna Carta had to receive a li�le rework before receiving an 'approved' release. I guess this also may have ini�ated future document control requirements, so it not really that different than many other business Quality documents of today, except for the waxy seal bit.

This document to me has one sec�on of par�cular interest from a Quality standpoint. And before you guess incorrectly that it is sec�on 33 on the removal of 'fish weirs' (another par�cular amusing common folk versus the system type argument) it is sec�on number 35:

“There shall be standard measures of wine, ale, and corn (the London quarter), throughout the kingdom. There shall also be a standard width of dyed cloth, russet, and haberject, namely two ells within the selvedges. Weights are to be standardised similarly.” (Bri�sh Library)

Some lovely examples of defining a Quality standard right there, the use of 'shall' as an example; however it does have words I did have to look up in the dic�onary (what the hell is an 'ell'? I asked myself). How wonderful to think that once upon a �me, long ago, there was a defined legal standard for buying stuff. Ok I may be the only one to get a li�le �ngling sensa�on, my Quality gland working away inside me to release a li�le burst of joy when I read this, however imagine a world today without established measures?

This has go�en me thinking about today in the United Kingdom, where we are devout followers of conformity to measured standards, inherited down from at least twenty-seven genera�ons. I'll give you a few examples to help my argument. In

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Britain we (whether legally correct or not) will o�en reject a gloriously foamy headed beer, because it isn't a 'pint'. We will stand our ground, like the noblemen of yesteryear demanding it be 'topped up'. We will challenge the fuel filling sta�on when we believe we are not receiving our car's worth of diesel, and report the said filling sta�on to the department of 'Weights and Measures'. We in Britain actually have a government agency to confirm measured values of stuff sold in the UK, I know it is bonkers. I believe, that for no other reason than the Magna Carta, we as a society in the Bri�sh Isles have inherited the cultural belief that we are due fair and correct quan��es as adver�sed.

Aside from the Magna Carta, I am also very grateful to the other defined Interna�onal and Industry standards that are around us today. In 2015 we celebrate 800 years of one standard, and look forward to the hopeful rebirth of another: ISO 9001.

If according to the discussion document version of the 9001:2015, it would appear that further evolu�on con�nues of a standard, that maybe key to your role in Quality. This will no doubt mean that a great many new training courses, audi�ng ac�vity and other associated spending ac�vi�es will be launched in your or other businesses around the world.

I don't mind change, well I really like change for the be�er, more than just changing, for the sake of it. This has me considering about your own documented rules and standards. Yet if conformity to standard is important to you, and you will have the minimum mandatory documenta�on at your disposal, however where did the other 'rules' in your business originate from and what culture has it created?

I'm not one for keeping out of date or non-applicable standards within the business, however to me, considering the impact of any change and understanding the culture that it has created is fascina�ng.

I have my own personal life lesson from, and a love of all things 'we've always done it that way'. However have you ever stopped to consider whether this culture of always 'doing it that way', is suppor�ve of crea�ng a Quality culture in your business?

In many business or Quality improvement projects I have found that there is some rule that prevents the team or process from achieving excellence. Through very simple inves�ga�on, I find

that this rule is unfounded, and the process owner is unaware of its existence. What I do is then look to the team or the people in the process, and ask them to define their own rules, some�mes with unan�cipated wonderful outcomes. This is much easier said than done, I appreciate that a culture based on a rule from long ago will be challenging to overcome, however worth the effort if you too can create a culture of Quality.

Works Cited

Bri�sh Library. (n.d.). English transla�on of Magna Carta. Retrieved February 09, 2015, from Bri�sh Library:h�p://www.bl.uk/magna-carta/ar�cles/magna-carta-english-transla�on

Lawler, D., & Gurdon, J. (2014, November 13). Why Americans love the Magna Carta: from Thomas Jefferson to Jay Z. Retrieved February 09, 2015, from The Telegraph: h�p://www.telegraph.co.uk/news/worldnews/northamerica/usa/11227521/Why-Americans-love-the-Magna-Carta-from-Thomas-Jefferson-toJay-Z.html

About the Author

As well as being a Quality Punk and Improvement Ninja, is the Paul NaysmithHSEQ regional manager in the United States for a leading oil- and gas-well services company. He is a Chartered Fellow with the UK's Chartered Quality Ins�tute (CQI) and an honorary member of the South African Quality Ins�tute (SAQI). Naysmith has a bachelor of science in paper science and management, and has worked in industrial tex�les, food manufacturing, and the aerospace industry. When not working, he enjoys photography, training to become a

Cajun, and spending every precious moment with his family. Connect with him on , LinkedIn, or follow on twi�er www.paulnaysmith.com@PNaysmith Business Management Tips from or buy his printed book a Quality Punk ebook also available as an (Lulu, 2013). Paul is a regular contributor to the eQuality Edge Magazine, Quality World Magazine and Quality Digest Magazine. Reproduc�on of any of Paul's ar�cles ca n o n l y b e a u t h o r i ze d by co nta c � n g h i m d i re c t l y at naysmith@yahoo.com

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Jacob Zuma asks Africa: Why are their citizensJacob Zuma asks Africa: Why are their citizensnot in their countries and are in South Africa?not in their countries and are in South Africa?Jacob Zuma asks Africa: Why are their citizensnot in their countries and are in South Africa?

by Joseph Mwansa SAQI member from Zambia

My reflec�on

The headline above has appeared in many online newspapers as well as on na�onal televisions both in South Africa as well as other countries. A�er reflec�ng on these and the past statements that are coming from our leaders, it would appear there is a conflict in the way they want this handled but no doubt hoping for the posi�ve out-come, whatever that is. I must say, a�er the ini�al slow reac�on, the en�re Government reacted posi�vely and over the last past few days we saw the write ups from various ministers on how they were looked a�er in many parts of the con�nent during the dark days.

On one hand the Government of the republic of South Africa wants to assure the rest of the sub-Sahara Africa that they condemn xenophobia and that the other na�onals are welcome here. On the other hand, they want to assure the locals that the Government has heard their cries, that foreigners are taking the local jobs, compe�ng for services, are criminal and therefore must be sent back!

To complicate ma�ers is the outburst by Nigeria and the possibility of hur�ng not only the local economy by cu�ng down the inflows South African companies bring in from the investments abroad but the harm that may befall their na�onals in those countries. President Zuma has asked other countries to also share in the blame and responsibility of this evil that has befallen us. He asks, “Why are these na�onals here in the first place?” The President has also informed the na�on that he has prepared a report for SADC and AU on the Xenophobia a�acks. I

wonder what will be in the report. Will it be “we are handling it and South Africa is not a “violent country”; that it is a few criminal elements that are tarnishing our name and to that effect, we have launched a “not in our name, stop xenophobia, we are one” campaign? Foreign na�onals are being re-integrated in our communi�es and that this will not happen again though we admit that we have not managed to keep it that way since the apartheid era. (We forgot to inform the na�on that �me for being violent is over and we “need healing”).

Or, “will it be Africa is to blame, why are your na�onals in our country in the first place? We didn't manufacture the problems and yet you are blaming us. These foreign na�onals have told us that once they raise a voice where they come from they disappear and South Africa becomes the natural choice, jumping many other countries in between since there is peace here in South Africa.” “As we speak”, the report would add, “We have �ghtened up our porous borders and our defense forces have been deplored inside the country as well as at our borders. We are also arres�ng all illegal immigrants and sending them back to you to deal with”.

Not one single reason can be a�ributed to migra�on but there are many

Mr. President, migra�on is not just an African Issue or for that ma�er, a South African issue alone but a world-wide problem. It did not start now but pre-colonial �mes. As is common knowledge most of the tribes in Zimbabwe, Mozambique and Zambia migrated from the present day South Africa, forced by their own blood brothers either because of succession ba�les or in search of be�er fer�le land or for whatever reasons. The point worth no�ng is that these were blood related, so for most it is simply home coming- to their South Africa rela�ves, to the land of their fore-fathers!

This is not a strange phenomenon. We have witnessed before at one point in history, where the black Americans flocked back to Ghana, Liberia and many other parts of Africa, to reclaim their roots. President Obama traced his Irish roots and was given a hero's welcome. The Jews all over the world flocked back to Israel.

The present King of the Zulus in Durban has been in Zambia several �mes to celebrate with his brothers and sisters during the C'wala ceremonies and rightly declaring they are one!

As can be seen, yes, in �mes of troubles or instabili�es in the

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place one calls home, people are forced to go in search of freedom or food but it is only and always normal that once the troubles are over, they return home.

In the modern �mes, many of our people from the African Na�onal Congress and many other such civil and poli�cal groupings, equally fled to the same countries where “their rela�ves had gone” before them. Because they were related, they were welcomed and stayed from the 1950's to 1994, in peace and not in camps but among their rela�ves.

When �me came, when peace was nego�ated they returned home. The ques�on is why then are they preven�ng their decedents, who fled before them, to come back home?

Zambia is a unique place. Yes it is not rich, endowed with minerals but poor, but has welcomes various groupings including its own people that fled many years ago into Zaire and rese�led them. Many South Africans and Zimbabweans a�er they regained their freedoms opted to stay. If one was to go to compounds such as Mademvu or Chaisa, one would mistake the place to that of Zimbabwe in terms of dominant Zimbabwean culture. These places are se�lements like Alexandra. Xenophobia is unheard of in the poorest places in Zambia. These people share the li�le they have.

There are many South Africans all over the world and it is not just economics at play here but all other human factors. Let me illustrate Mr. President. In nearly all corners of the world, you have Indian na�onals, European na�onals, South African na�onals and now Chinese na�onals. Are they running away from troubles, e.g. such as economic or persecu�ons? Is the report to BRICS also going to be like that of SADC? These na�onali�es I am talking about have equally displaced the locals, have shared space and facili�es but are never a�acked.

At the Oriental city in Bruma, many normal South African businesses have closed down because they could not compete with the cheap Chinese products. Has there been xenophobia? What message therefore will you tell the BRICS countries? “To fix their economies so that they don't travel many miles, jumping many countries just to come to South Africa”?

Are you also going to tell the many South Africa laborers who work in mines in Zambia and Mali, in the construc�ons industries across the con�nent that they should come back because the government “has now chased away all foreigners and their jobs and services are freely available?

Sugges�on

My humble sugges�on in solving this challenging situa�on is to first acknowledge the pre-colonial injus�ces. People from Southern Africa were forced to flee to other countries but now the countries of origin have re-drawn the boarders and permanently shut them out. We can also implement our own SADC protocols on free movement of our people in line with what our European

counterparts have done. Over �me things will balance out. Make no mistakes, many African countries are on the up hence the many investments South Africa is doing and reaping from those very economies. Pick n' pay, Standard bank, Shoprite, Nandos, MTN, Mines to men�oned but a few are some of the companies that are thriving in the so called poor countries.

Yes �ghten the immigra�on laws and man boarders but bear in mind that you too can u�lize this same migra�on to the benefit of South Africa like Sweden and USA have done. President Obama recently just had to issue an execu�ve order to legalize those that have been illegal for so long as long as they contribute to the welfare of USA and pay tax. It is es�mated there are well over 40 million illegal immigrates in USA alone!

The fear of foreigners grabbing local jobs is real and Government should indeed look into this seriously, but equally, many foreigners who were caught out in this xenophobia a�acks were those that are self employed and poten�al job providers.

Let the law takes its course when any foreign na�onal is found to do criminal ac�vi�es. It is said there are 4,000 foreigners in jails as per the statement a�ributed to the president. These criminals whether in South Africa or elsewhere belong behind bars. Just like there are many South Africans in foreign jails but that cannot be the basis for what we saw by ci�zens.

Lastly, we can look at the investment for these small scale migrants. What they bring are skills, hard work and lessons learnt can help the locals. It is reported that most of them operate illegally and do not have licenses but perhaps it is high �me you relaxed the investment requirements for such people with skills. Insis�ng on the R2,000,000 for a Spaza shop or showing people how to weave do not require that much but imagine how many people can be empowered?

Conclusion

In conclusion, note that, many ci�zens in countries in the world are no longer performing some jobs or services that were tradi�onally carried out by locals anymore. However, these countries are relying heavily on migrant workers. The examples of such jobs or services are nursing in UK. It is also the same situa�on in the United States of America where jobs such as fruit picking, taxi drivers, street cleaning and hotel services being done by foreigners.

In Dubai nearly all metro buses, ship and hotel related jobs are done by Iranians, Filipinos, and other Asian na�onali�es. Here in South Africa itself, saloons, barber shops, internet cafes and Spaza shops are provided by foreigners. In Zambia, Burundi na�onals and Somalians own most Spaza shops; Mines too are owned by South Africans, Europeans, Indians, Chinese and other na�onals. In all these instances, foreign labor is also provided by the owners of capital even when those skills are present locally.

It is hard therefore to imagine how these services will be provided without foreigners in all these countries that have become a global village.

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e - Quality Edge9

bringing quality information to South Africans since 1996 • No. 189 • May 2015

Corruption: Strong Governments and Corruption: Strong Governments andEthical Leaders bring Sustainability Ethical Leaders bring Sustainability

Corruption: Strong Governments andEthical Leaders bring Sustainability

by Terrance M. Booysen and peer reviewed by Megan Grindell (Director: Carter DGF)

Irrespec�ve of where you may live -- and no ma�er what your line of business and language may be -- universal thoughts most o�en expressed by people regarding corrup�on is obscured in darkness and nega�vity. Corrup�on is by no means something new; it has followed mankind throughout the ages and it con�nues to exist in various forms to include grand corrup�on, poli�cal corrup�on, corporate and administra�ve corrup�on, as well as pe�y and systemic corrup�on.

The United Na�ons Conven�on Against Corrup�on in New York stated in October 2003 that "corrup�on is an insidious plague that has a wide range of corrosive effects on socie�es and it undermines democracy and the rule of law." But while leaders across the world eloquently con�nue to (re)define corrup�on, markets are being distorted and human rights are being seriously violated through its abhorrent prac�ces. In its simplest of term, corrup�on is any illegal act performed between two or more par�es with the objec�ve of producing results which would otherwise not have been possible. Considering the broadness of such an act, it is quite plausible to suggest that many so-called 'innocent' transac�ons between engaging par�es falling within this loose defini�on may in effect be corrupt and therefore illegal. Acts of corrup�on have become so widespread and are deeply rooted in the fabric of society, to the point that it is decep�vely harder to detect and unravel. As compared to a by-gone era where corrup�on was an act of abusive and selfish power enjoyed by a handful of the poli�cal and or business elite, today a far bigger group of individuals have the means and mo�ve to par�cipate in its sordid affairs, causing immeasurable damage to businesses and civil society. Corrup�on is a problem that affects every country and it occurs in nearly every workplace.

SA's ranking in the Corrup�on Percep�ons Index has steadily worsened over the last two decades

Expectedly, governments are appointed by its ci�zens on the basis that they will protect the people of their country through the proper establishment of legal and social structures. In this respect, it is cri�cal that a society is assured by its government that it will ins�tute and maintain the necessary frameworks to effec�vely manage and deal with all forms of corrup�on. That being said, given the knowledge and assurances that such frameworks exist -- and that they are driven by fair and legal processes -- it is equally important for the civilians of a country to know that all perpetrators of corrup�on, irrespec�ve of their standing, will be treated in the harshest of terms. Anything less of a he�y sanc�on against the perpetrators of corrup�on simply makes a mockery of the structures which are supposed to govern a society.

There are a number of interna�onal and regional conven�ons aimed at figh�ng corrup�on, and these include the United Na�ons An�-Corrup�on Conven�on, the African Union Conven�on on Preven�ng and Comba�ng Corrup�on, the OECD Conven�on on Comba�ng Bribery of Foreign Public Officials in Interna�onal Business Transac�ons, and the Southern African Development Community Protocol against Corrup�on.

Allied to these conven�ons, there are also a number of business ini�a�ves aimed at elimina�ng corrup�on, including the United Na�ons Global Compact which is a voluntary ini�a�ve that seeks to align business opera�ons and strategies with ten principles, including the principle that "businesses should work against corrup�on in all its forms, including extor�on and bribery". But although South Africa is a stakeholder to these conven�ons, and in spite of our own world-class legal and regulatory frameworks to fight corrup�on, our country con�nues to demonstrate inep�tude in comba�ng and effec�vely managing this terrible scourge.

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Transparency Interna�onal (T I ) is a well-recognised interna�onal non-governmental organisa�on and is devoted to comba�ng corrup�on across the world. As part of their work, each year they produce a Corrup�on Percep�ons Index (CPI) Report on the percep�ons a�ached to public corrup�on for a number of par�cipa�ng countries, and South Africa is included in this report. The index ranks countries based on how corrupt their public sector is perceived to be. The score indicates the perceived level of public sector corrup�on on a scale of 0 (highly corrupt) to 100 (very clean) and a country's rank indicates its posi�on rela�ve to other countries in the index. To this extent, given the recent spate of corrup�on allega�ons brought against various prominent government and business leaders in South Africa, it is hardly surprising that South Africa's CPI score in 2014 was 44 (a score below 50 indicates a significant corrup�on problem). Even more damaging to the brand of South Africa, is the fact that our TI ranking stands at 67�� out of 174 countries and this posi�on has become worse over the years. Understanding that the best ranking is 1, which is currently held by Denmark with a score of 92, South Africa is placed in 67th posi�on and in the same league as Kuwait, Brazil and Bulgaria. Percep�ons of public sector corrup�on in South Africa have certainly deteriorated over the past years, and our country has been a regular contender within TI's bo�om league players. This is hardly surprising, considering the former head of the Special Inves�ga�on Unit -- Willie Hofmeyer -- who reported before parliament in 2011 that between R25 billion and R30 billion was lost to the government procurement budget each year due to corrup�on. Furthermore in 2012, the Ins�tute for Accountability es�mated that the South African economy may have lost approximately R675 billion as a result of corrup�on since 1994.

Transparency Interna�onal also produce a Bribe Payer's Index (BPI) Report where business execu�ves across the globe are surveyed regarding their respec�ve views on the extent to which companies engage in bribery when conduc�ng business abroad. Again a score is used where a maximum score of 10 corresponds with the view that companies from that country will never pay a bribe. Conversely, a score of zero indicates that the country in which the company operates will always pay a bribe. According to the most recent BPI Report, South African companies appear to be doing reasonably well with a score of 7.6; and while our ranking of 15 out of 28 countries is fair, there certainly is room for improvement.

Following Transparency Interna�onal's reports on corrup�on and bribery, a South African an�-corrup�on non-profit organisa�on called Corrup�on Watch produces an annual report detailing corrup�on complaints. In its 2014 Corrup�on Watch Annual Report, 2,714 complaints were received where 56% of these complaints were confirmed to be corrup�on. Prior to 2014, reports of alleged corrup�on increased by 40% from 2,262 incidents of repor�ng in 2012, to 5,485 in 2013. The number of cases represen�ng actual corrup�on -- which Corrup�on Watch defines as the abuse of public power and resources for personal gain -- increased from 38% to 58% over this period. Indeed all these figures are -- irrespec�ve of whether they are perceived or factual -- alarmingly high and it is for this reason that it is impera�ve that legisla�ve and regulatory frameworks are in place (and applied) to insure the integrity of a country, as well as doing business in that country.

In South Africa, we have an extensive an�-corrup�on legisla�ve framework consis�ng of various laws which, amongst other, are aimed to fight corrup�on. Some of the more commonly known pieces of South African an�-corrup�on legisla�on include the Preven�on and Comba�ng of Corrupt Ac�vi�es Act (12 of 2004), the Preven�on of Organised Crime Act (121 of 1998), the Criminal Procedure Act (51 of 1977), the Financial Intelligence Centre Act (38 of 2001) and the Promo�on of Access to Informa�on Act (2 of 2002). Besides the rough es�mate of twenty pieces of South African legisla�on that serves within an intricate framework to detect and combat corrup�on, one should not forget the other interna�onal legisla�on South African organisa�ons must acknowledge and adhere to, notwithstanding whether or not the organisa�on has overseas representa�on. In the event that a South African organisa�on has any government and or a foreign company or foreign person doing business within the organisa�on's supply chain, then legisla�on such as the United States' Foreign Corrupt Prac�ces Act of 1977 and the UK Bribery Act of 2010 also has bearing.

Whilst the South African government has implemented a number of frameworks, which include the Na�onal Development Plan, the Medium Term Strategic Framework and the Public Sector Integrity Management Framework; the government has made a firm commitment to combat corrup�on no ma�er the cost. With the recently announced Mul� Agency Working Group, together with other South African an�-corrup�on agencies such as the SIU (Special Inves�ga�ng Unit), the Asset Forfeiture Unit, the An�-Corrup�on Task Team and the Special An�-Corrup�on Unit in the Department of Public Service and Administra�on, one should expect South Africa's corrup�on and bribery ra�ngs to improve. Of course one should not forget the cri�cal role played by non-profit organisa�ons such as Corrup�on Watch, Lead SA and T.F.A.C. (The Fight Against Corrup�on) who each fulfil a key role in civil society.

Indeed if we are serious about comba�ng corrup�on in South Africa, we will all need to play an ac�ve role in arres�ng its damaging effects, and the axiom that it takes "two to tango" rings very loudly, and is quite true. Needless to say it takes at least two par�es to par�cipate in any act of corrup�on; there must be a Briber and a Bribee ('Giver' and 'Taker') for the transac�on to work.

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"This evil phenomenon is found in all countries big and small, rich and poor but it is in the developing world that its effects are most destruc�ve. Corrup�on hurts

the poor dispropor�onately by diver�ng funds intended for development, undermining a government's ability to provide basic services, feeding inequality and injus�ce,

and discouraging foreign investment and aid. Corrup�on is a key element in economic under-performance, and a major obstacle to poverty

allevia�on and development."

The United Na�ons Conven�on Against Corrup�on

New York, 31 October 2003

In the context of business, all persons but especially directors, trustees and prescribed officers act as fiduciaries and they are expected by common law and statute to uphold the highest values of integrity and ethical behaviour. In this vein, and as people who are placed within posi�ons of trust, they must serve and protect the organisa�on against corrup�on and its associated behaviour. For this to happen, not only must these leaders be beyond reproach themselves, they must be fully cognisant and compliant with the necessary an�-corrup�on legisla�on as well as ensure they have implemented robust systems to mi�gate corrup�on.

Of course, there are many good reasons why countries should apply themselves seriously to deal harshly with corrupt people. But besides the more obvious reasons, one also needs to consider and witness the devasta�on this evil phenomenon has in the developing world where its impact -- par�cularly on social structures -- is the most destruc�ve. The United Na�ons Conven�on Against Corrup�on aptly stated that "corrup�on hurts the poor dispropor�onately by diver�ng funds intended for development, undermining a government's ability to provide basic services, feeding inequality and injus�ce, and discourage[es] foreign investment and aid." To this end, if corrup�on con�nues to rise notwithstanding the grand legisla�on and an�-corrup�on frameworks, then people will con�nue to suffer and especially so in poorer countries.

The recently launched Social Progress Index (SPI) a�empts to determine what it means to be a good society and makes use of

three dimensions, namely Basic Human Needs; Founda�ons of Wellbeing; and Opportunity. Within these three dimensions, there are twelve components which form the Social Progress Framework. Interes�ngly, as one considers the extent to which a country is measured in terms of its GDP (Gross Domes�c Product) and then compares this to its SPI, then it is hardly surprising to see the correla�on of a 'healthy society' and a 'healthy economy'. Such is the case with developed countries such as Norway who were ranked 1�� in the world out of 133 countries in 2015, followed by Sweden (2ⁿ�), Switzerland (3��), Iceland (4��) and New Zealand (5��). South Africa was rated a poor 63�� in this index, and we were beaten handsomely by Slovenia (19��), Slovakia (25��), Lithuania (35��), Mauri�us (36��), Croa�a (37��) and Brazil (42ⁿ�).

Considering an index of this nature, including those such as the aforemen�oned, they most certainly support the ra�onale found in the King Reports for Good Governance that for a society and an economy to be healthy -- in other words balanced -- a country needs to have proper systems and structures in place which protect all forms of abuse against people, the planet and indeed profits. For this to occur, and where people and economies can operate for the benefit of all its stakeholders, corrup�on needs to be addressed in a far more meaningful and decisive way.

It is clear that the heart of the corrup�on problem lies within the perceived lack of accountability for maladministra�on which leaders -- and government -- seem to be evading. And whilst there may be an�-corrup�on architectural structures in place to tackle corrup�on in South Africa; these are meaningless if there is no poli�cal leadership that prevents con�nual impunity for the perpetrators fuelling corrup�on. Finally, having regular access to trends and detailed corrup�on sta�s�cs, which are not hidden under the guise of 'commercial crime', will go a long way to address the core issues, not least being able to cra� suitable mechanisms to tackle this problem once and for all.

For further informa�on contact:

More informa�on regarding CGF governance services can be found at www.cgf.co.za or call +27 (11) 4768264/1/0

CGF Research Ins�tute (Pty) Ltd Terrance M. Booysen (Chief Execu�ve Officer) Tel: 011 476 8264 Cell: 082 373 2249 E-mail:tbooysen@cgf.co.za

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e - Quality Edge12

bringing quality information to South Africans since 1996 • No. 189 • May 2015

Quality in SchoolsMany of our readers are parents themselves or interact often with children. We have asked our education editor, a retired headmaster, to share thoughts on how to get Quality principles and practices instilled in young people.

Protecting the rainbow of our Rainbow NationRichard Hayward

Right now South Africa is under the world spotlight for the wrong reasons. Words such as racism and xenophobia are used to describe what's happening here. Many South Africans are asking what is happening to the country that was once so famously described by Desmond Tutu as the Rainbow Nation. What can we do to bring back the beliefs and hopes of the mid-1990s that we can indeed be a warm and welcoming country once more?

The primary influence on how a child sees others is the family. No child is born a racist or a xenophobe. Those hateful attitudes could start in the family or if not in the family, from what the child experiences and sees around him as he grows up. No matter how horrifying the incidents splashed across our newspapers, talked about on radio shows and screened on TV, they need to be discussed in our homes. The child should learn from parents those ethical and true values through which we live our lives with our fellow man.

A few months ago I was doing a workshop at a Muslim school in Pretoria. On the site was a mosque and I asked whether I could visit it. In that beautiful mosque I was reminded once more of the commonality of values amongst great religions of the world. So much hatred and prejudice are caused simply through ignorance. Families can do much to break down such negativity by visiting places of worship and sites that are important to beliefs other than one's own. Ask to be invited and you'll usually be overwhelmed by the warmth of the welcome.

South Africa is – as far as I'm aware – the only language in the world with eleven official languages. Then, of course, there are those additional languages spoken by people from across Africa and the world. How many languages other than one's mother tongue can most people speak? Yes, there are those polyglots who can speak half a dozen or more. Yet many folk don't bother to learn another language.

It's unreasonable to expect anyone to speak a string of languages. Yet it's not too difficult for children (and us!) to learn a small number of words of different languages. Such respect nurtures

friendship. When children might get a little frustrated at having to learn a second and maybe third language at school, remind them of its positive significance. Nelson Mandela gives us a powerful reminder of that significance of being able to speak a person's language:

If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes to his heart. In the midst of all the recent xenophobia, there were many stories of true friendship across cultures and ethnic backgrounds. Soup kitchens were opened; blankets and clothing were given to the homeless. In one informal settlement, a resident told a news reporter that there were no problems with foreigners. In fact, foreigners were most welcome and, “Their shops sell their goods cheaper than the big shops in town. Also, when we run out of money, they let us pay them at the end of the month. We like them here and we'll protect them.” Daily, many of us have opportunities to show friendliness and warmth.

Racism and xenophobia aren't going to disappear in this country. Yet it can be hugely reduced. Whether as a child or an adult, we should have the courage to speak out. The present public outcry has been excellent but we need to never stop being vigilant. Edmund Burke, the Irish statesman, observed that the only thing necessary for the triumph of evil was for good men to do nothing. Whatever our age, we need to understand that these words of Martin Niemöller, the Protestant pastor who spent seven years in a Nazi concentration camp, could even happen in the Rainbow Nation:

First they came for the Socialists, and I did not speak out because I was not a Socialist.Then they came for the Trade Unionists, and I did not speak out because I was not a Trade UnionistThen they came for the Jews, and I did not speak out because I was not a JewThen they came for me – and there was no one left to speak for me.

Dr Richard Hayward does Professional Development programmes under the aegis of SAQI. Seven of the programmes have been endorsed by SACE (South African Council for Educators) and earn PD points. Certificates are issued by SAQI. For more details, please go to www.saqi.co.za (click Quality Education) or www.MySchool.co.za (click on Benefits). Richard's contact number is 011 888 3262. Poor schools are sponsored.

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All courses offered by the South African Quality Institute are presented in association with other course providers and are available to all organisations including SMMEs and corporates. SAQI can assist with the training of a company's workforce and all training packages can be run in-house at cheaper rates. A special 10% discount applies to SAQI members. All prices include VAT. For more information or to register contact Vanessa du Toit at (012) 349 5006 or vanessa@saqi.co.za

SAQI reserves the right to change details of the programme without prior notice. Click on the course code for a synopsis or click here for all course synopsis in alphabetical order.

For a list of IT specialised courses, please click hereFor a list of IT specialised courses, please click hereFor a list of IT specialised courses, please click here

SAQI Training Programme for 2015

DOWNLOAD TRAINING REGISTRATION FORM

• Control Chart And process Capabilities (B31)

• Cost of Quality (B1)

• Customer Care (B39)

• Customer Satisfaction and Excellence (B58)

• EMS Lead Auditor (B50)

• Executive Report Writing (B57)

• Exceptional Service (B32)

• Health And Safety Lead Auditor (B52)

• How To Write Procedures, Work Instructions And ISO 9000 Overview (B24)

• Incident and Accident Investigation (B82)

• Inventory and Warehouse Management (B86)

• ISO 14000 Overview (B12)

• ISO 9001:2008 Requirements Workshop (B48)

• Integrated Management Requirements (B14)

• Policy Deployment And Continual Improvement

• Production Planning and Scheduling (B85)

• Project Management Demystified (TD1)

• SHEQ Internal Auditing (B49)

• SHEQ System Development Programme (B51)

• Supply Chain Management (B84)

SAQI also offer the following courses on an inhouse basis for 10 or more delegates.Please contact vanessa@saqi.co.za for a quote.

Inhouse only

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e - Quality Edge13

bringing quality information to South Africans since 1996 • No. 189 • May 2015

Internal Quality Auditing

Introduction to Quality Control

How to write procedures

Statistical Process Control

Development of QMS

ISO 9001 Requirements Workshop

Organisational QMS Lead Auditor

Introduction to Quality Techniques

SAQI Certificate in Quality

Intro to Lean

Lean for Manufacturing

Advanced Product Quality Planning APQP

Rapid Kaizan Improvement

A3 Problem Solving

Lean for the Service Industry

B16

B20

B24

B34

B38

B41

B48

B64

B65

B75

B74

B77

B78

B79

B76

3

5

2

5

5

1

3

3

10

1

4

4

2

2

2

R5,400.00

R11,500.00

R4,600.00

R11,500.00

R11,500.00

R2,750.00

R5,500.00

R5,500.00

R21,340.00

R2,750.00

R8,800.00

R8,800.00

R4,600.00

R4,600.00

R4,600.00

Code Course Days Cost

21-23

7

14-17

8-10

18-20

16-20

26-28

17-21

3

4-6

13-14

3-4

5

6-8

1-3

19-23

21-23

7-11

14-18

13-16

Jul Aug Sept Oct Nov Dec